INTERVIEW

Selection Interview Characteristic Human Resources Management 12e Gary Dessler Selection Interview Characteristic Interview structure Interview administration Selection Interview Characteristics Interview content Managers use several interviews at work. For example, an appraisal interview is a discussion, following a performance appraisal, in which supervisor and employee discuss the employee’s ratings and possible remedial actions. When an employee leaves a firm, one often conducts an exit interview. This aims at eliciting information that might provide some insight into what’s right or wrong about the firm. Many techniques in this chapter apply to appraisal and exit interviews. However, we’ll postpone a fuller discussion of these two interviews until Chapters 9 and 10 and focus here on selection interviews. We can classify selection interviews according to: 1. How structured they are 2. Their “content”—the types of questions they contain 3. How the firm administers the interviews (method) Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Selection Interview Formats Human Resources Management 12e Gary Dessler Selection Interview Formats Unstructured (nondirective) interview Structured (directive) interview Interview Structure Formats In unstructured (or nondirective) interviews, the manager follows no set format. A few questions might be specified in advance. Most selection interviews fall in this category. Tell me about your seld. What is your greatest strength and weakness, how will our company benefit by having you as a an employees In structured (or directive) interviews, the employer lists job-oriented questions ahead of time, and possible predetermined answers for appropriateness and scoring. interviewer ask each applicant the same series of job related knowledge job-applicant is asked probing, open-ended question Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Human Resources Management 12e Gary Dessler A manager can use an interview evaluation form such as the one in Figure 7-4 to compile his or her impressions of an applicant. 7–4 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 7–4

Interview content Situational Behavioral Job related interview Focus on how candidates would behave in given situation Behavioral Focus on how candidates reacted to actual situation in the past Job related interview Focus on relevant job-related knowledge Situational- e.g. how you would react to subordinate coming late to work ? Suppose you were faced with the following situation Behavioral-Can you think about the time when ……..or relate a scenario during which you were responsible for motivating others –reveal info about attitude, truthfulness, e.g. arrogance, lack of cooperative with team member, anger…What’s the biggest mistake you’ve made? How many people were affected by it? How did you find out about it? How did you recover and what did you learn? Job related knowledge- related to basic educational skills or managerial skills

Method of job Interview In person/ one to one Panel Group/ mass Phone and video Web-assisted interview

What Can Undermine An Interview’s Usefulness? Human Resources Management 12e Gary Dessler What Can Undermine An Interview’s Usefulness? Nonverbal behavior and impression management Applicant’s personal characteristics Interviewer’s behavior Factors Affecting An Interview’s Usefulness First impressions (snap judgments) Interviewer’s misunderstanding of the job Candidate-order (contrast) error and pressure to hire This slide summarizes potential interviewing errors to avoid: • First impressions (snap judgments)- jump into conclusion in the first few minutes of interview • Not clarifying what the job involves and requires • Candidate-order error and pressure to hire • Nonverbal behavior (level of extraversion, voice mudulation, eye contact, - foe inexperience interviewer) and impression management t(endency to agree with interviewer opinio)n • The effects of interviewees’ personal characteristics- gender, race, attractiveness • The interviewer’s inadvertent (unintentional) behavior- Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

How to Design and Conduct An Effective Interview Human Resources Management 12e Gary Dessler How to Design and Conduct An Effective Interview The Structured Situational Interview Step 1: Analyze the job. Step 2: Rate the job’s main duties. Step 3: Create interview questions. Step 4: Create benchmark answers. Step 5: Appoint the interview panel and conduct interviews. In creating structured situational interviews, people familiar with the job develop questions based on the job’s actual duties. They then reach consensus on what are and are not acceptable answers. The procedure is as outline in this slide. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

How to Conduct a More Effective Interview Human Resources Management 12e Gary Dessler How to Conduct a More Effective Interview Being Systematic and Effective 1 3 2 Know the job. 4 Structure the interview. 5 Get organized. 6 Establish rapport. 7 Ask questions. 8 You may not have the time or inclination to create a full-blown, structured situational interview. However, there is still a lot you can do to make your interviews more systematic and effective. Take brief, unobtrusive notes. Close the interview. Review the interview. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Creating Effective Interview Structures Human Resources Management 12e Gary Dessler Creating Effective Interview Structures Base questions on actual job duties. Use job knowledge, situational or behavioral questions, and objective criteria to evaluate interviewee’s responses. Use the same questions with all candidates. Use descriptive rating scales (excellent, fair, poor) to rate answers. If possible, use a standardized interview form. Any structuring is usually better than none. If pressed for time, you can do several things to ask more consistent and job-relevant questions, without developing a full-blown structured interview. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Guidelines for Interviewees Human Resources Management 12e Gary Dessler Guidelines for Interviewees Preparation is essential. Uncover the interviewer’s real needs. Relate yourself to the interviewer’s needs. Think before answering. Remember that appearance and enthusiasm are important. Make a good first impression. Ask questions. Before you get into a position where you have to interview others, you will probably have to navigate some interviews yourself. It’s therefore useful to apply these guidelines to navigating your own interviews. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Human Resources Management 12e Gary Dessler FIGURE 7–2 Examples of Questions That Provide Structure Situational Questions 1. Suppose a more experienced coworker was not following standard work procedures and claimed the new procedure was better. Would you use the new procedure? 2. Suppose you were giving a sales presentation and a difficult technical question arose that you could not answer. What would you do? Past Behavior Questions 3. Based on your past work experience, what is the most significant action you have ever taken to help out a coworker? 4. Can you provide an example of a specific instance where you developed a sales presentation that was highly effective? Background Questions 5. What work experiences, training, or other qualifications do you have for working in a teamwork environment? 6. What experience have you had with direct point-of-purchase sales? Job Knowledge Questions 7. What steps would you follow to conduct a brainstorming session with a group of employees on safety? 8. What factors should you consider when developing a television advertising campaign? Figure 7-2 illustrates several examples of structured job knowledge, situational, background or behavioral interview questions. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Human Resources Management 12e Gary Dessler FIGURE 7–3 Suggested Supplementary Questions for Interviewing Applicants How did you choose this line of work? What did you enjoy most about your last job? What did you like least about your last job? What has been your greatest frustration or disappointment on your present job? Why? What are some of the pluses and minuses of your last job? What were the circumstances surrounding your leaving your last job? Did you give notice? Why should we be hiring you? What do you expect from this employer? What are three things you will not do in your next job? What would your last supervisor say your three weaknesses are? What are your major strengths? How can your supervisor best help you obtain your goals? How did your supervisor rate your job performance? In what ways would you change your last supervisor? What are your career goals during the next 1–3 years? 5–10 years? How will working for this company help you reach those goals? What did you do the last time you received instructions with which you disagreed? What are some things about which you and your supervisor disagreed? What did you do? Which do you prefer, working alone or working with groups? What motivated you to do better at your last job? Do you consider your progress in that job representative of your ability? Why? Do you have any questions about the duties of the job for which you have applied? Can you perform the essential functions of the job for which you have applied? Figure 7-3 contains a sampling of technical questions to be asked in interviews. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Human Resources Management 12e Gary Dessler A manager can use an interview evaluation form such as the one in Figure 7-4 to compile his or her impressions of an applicant. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Human Resources Management 12e Gary Dessler FIGURE 7–5 Interview Questions to Ask What is the first problem that needs the attention of the person you hire? What other problems need attention now? What has been done about any of these to date? How has this job been performed in the past? Why is it now vacant? Do you have a written job description for this position? What are its major responsibilities? What authority would I have? How would you define its scope? What are the company’s five-year sales and profit projections? What needs to be done to reach these projections? What are the company’s major strengths and weaknesses? What are its strengths and weaknesses in production? What are its strengths and weaknesses in its products or its competitive position? Whom do you identify as your major competitors? What are their strengths and weaknesses? How do you view the future for your industry? Do you have any plans for new products or acquisitions? Might this company be sold or acquired? What is the company’s current financial strength? What can you tell me about the individual to whom I would report? What can you tell me about other persons in key positions? What can you tell me about the subordinates I would have? How would you define your management philosophy? Are employees afforded an opportunity for continuing education? What are you looking for in the person who will fill this job? Sample questions that interviewees may wish to ask during interviews are presented in Figure 7-5. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Human Resources Management 12e Gary Dessler FIGURE 7–1 Officer Programs Applicant Interview Form The Department of Homeland Security uses the structured guide in Figure 7-1 to help screen Coast Guard officer candidates. It contains a formal candidate rating procedure; it also enables geographically disbursed interviewers to complete the form over the Web. 7–16 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 7–16